SUSTAINABILITY AND CSR REPORT 2016 · 2017-04-20 · Sustainability and CSR Report 2016 Scope of Report Henderson Land Development Company Limited (“Henderson Land” or “the

ENVIRONMENTALLY AND SOCIALLY FOCUSEDHenderson Land's holistic approach

to sustainability is achieved through

innovation, investment, collaboration

and engagement.

SUSTAINABILITY AND CSR REPORT 2016

Henderson Land Development Company Limited

72-76/F, Two International Finance Centre,

8 Finance Street, Central, Hong Kong

CONTENTS

02 ABOUT THIS REPORT

06 MESSAGE FROM MANAGEMENT

08 ABOUT OUR GROUP

14 CORPORATE GOVERNANCE

16 OUR ENVIRONMENT

28 OUR PEOPLE

32 OUR VALUE CHAIN AND CUSTOMERS

38 OUR COMMUNITY

66 GRI AND HKEX ESG CONTENT INDEX

56 KEY FACTS AND STATISTICS

2 Henderson Land Development Company LimitedSustainability and CSR Report 2016

Scope of ReportHenderson Land Development Company

Limited (“Henderson Land” or “the

Group”) is pleased to present our third

standalone annual Sustainability and CSR

Report (“the Report”).

Alongside the 2016 Annual Report

highlighting our financial performance,

the Report provides an overview

of our sustainability initiatives and

investments. Addressing stakeholders’

interests in our environmental, social

and economic impacts, the Report also

presents our historic performance and

future targets.

Henderson Land’s susta inab i l i t y

activities were first documented in the

Group’s 2006 Annual Report. Since

then, the Group has remained resolute

in communicating our approach to

sustainability with transparency and

integrity. We also recognise how

invaluable the Report is as an internal

benchmark for measuring our continuous

progress.

The Report provides an overview of the

Group’s policy and performance during

the calendar year ended 31 December

2016. It lays out the sustainability

ABOUT THIS REPORT

performance of Henderson Land’s head

office in Hong Kong and wholly-owned

property management subsidiaries

Goodwi l l Management L im i t ed

(“Goodwill”), Well Born Real Estate

Management Limited (“Well Born”)

and Hang Yick Properties Management

Limited (“Hang Yick”), and our wholly-

owned construct ion subsidiary E

Man Construction Company Limited

(“E Man”).

The Report covers the Group’s Hong

Kong operations which comprise a

substantial proportion of our business,

and our property management and

construction subsidiaries which also

have considerable impact on our

environmental and social performance.

The scope of the Report does not

encompass companies in which

Henderson Land does not have a

controlling interest.

How We Report

In accordance with the Global Reporting

Initiative’s G4 Sustainability Reporting

Guidelines (“the G4 Guidelines”) and

the Construction and Real Estate Sector

Supplement, the Report adopts the

“Core” framework of the G4 Guidelines.

This is also supplemented by references

to the Environmental, Social and

Governance Reporting Guide (“the ESG

Reporting Guide”) set out in Appendix

27 of the Rules Governing the Listing

of Securities on The Stock Exchange

of Hong Kong Limited (“HKEX”).

The Report preparation involved an

independently managed stakeholder

engagement and materiality assessment

exercise.

An electronic version of the Report

i s a c c e s s i b l e v i a o u r w e b s i t e

http://www.hld.com/en/csr/sustainability.shtml.

Please feel free to contact us at

[email protected], regarding any

enquiries and opinions about the

Group’s sustainability issues.

Stakeholder Engagement

T h e R e p o r t h a s b e e n r e a l i s e d

through engagements wi th our

valued stakeholder groups. Feedback

and input from our shareholders,

customers, employees, suppliers and

the community are collected through

regular communication channels, which

have provided effective platforms for

Henderson Land to identify solutions,

gaps and opportunities for improvement.

3Henderson Land Development Company LimitedSustainability and CSR Report 2016

ABOUT THIS REPORT

Material Aspects and Boundary Setting

The G4 Guidelines articulate a range

of Material Aspects for the reporting

organisation to disclose its impacts on

the environment, society and economy.

The Material Aspects pertinent to the

organisation are dependent on the

nature of its operations and stakeholders’

interests. The Group sought the

professional advice of an independent

sustainability consultant to conduct the

materiality assessment through desk-

based research, media scans, peer

benchmarking, stakeholder consultations

and internal discussions.

In 2016, we conducted an anonymous

online employee survey, encouraging

staff to provide candid comments

and feedback on the Group’s CSR

performance, which also served as an

important internal employee engagement

channel within the Group.

Regular Communication ChannelsThe following infographic provides an overview of our stakeholder groups and engagement channels:

Industry Associations and Professional Bodies

Local Communities and Non-governmental

Organisations (“NGOs”)

Shareholders and Investors

Media

Customers and Tenants

Suppliers and Contractors

Employees Business Partners

Government and Regulators

Henderson Land’s Stakeholder Groups

Engagement Channels

• Shareholders’ Meetings• Investors and Analysts Meetings • Results Presentations• Non-deal Roadshows• Investor Conferences• Financial Reports, Announcements and Circulars• Surveys• Training and Workshops• Volunteer Activities• Interviews and Meetings• Project Collaborations• Public Events and Social Gatherings• Site Visits and Home Visits• Sponsorships and Donations• Websites


ABOUT THIS REPORT

In addition to the identification of sustainability issues, a number of recommendations arose from the stakeholder engagement

exercise. The suggested recommendations and our responses are outlined below.

The materiality assessment brought together the views of our major stakeholder

groups on the content of our preceding report, current sustainability performance, and

the sustainability risks and challenges in need of our attention. The primary criterion

in the selection of stakeholders was the relevance of the party to our business and

the property development sector. These stakeholders include employees, investors,

professional service suppliers, tenants, contractors, and non-profit organisations.

The following describes the detailed process we undertook to determine the Material

Aspects and the content of the Report:

Stakeholders’ suggestions Action

1. Tables can be migrated from the main body of the Report to the Appendix. This will reduce word count and make the Report more engaging

A new section of Key Facts and Statistics is added as the Appendix section to enhance readability of the Report

2. More feature stories should be added to highlight social impacts, such as the green architectural features at the Group’s projects

More case studies are included in this Report across various chapters

3. More infographics and key figures should be included More infographics are included in this Report to highlight key figures

Step 1: Identification

• H e n d e r s o n L a n d c o n s i d e re d sustainability issues of importance to its industry, and those that were reported on in its sustainability reports, to produce a broad list of potential material aspects

Step 2: Prioritisation

• Internal and external stakeholder groups assigned a rating of one (least important) to five (most important) for each of the shortlisted issues

• With professional guidance from the independent consultant, these sustainability issues were then mapped to the closest corresponding Material Aspects of the G4 Guidelines

• A peer benchmarking exercise was also conducted to assess relevance for each of these issues. The sustainability topics were then categorised into “High”, “Medium” or “Low” relevancy

Step 3: Validation

• The most critical Material Aspects w e re i d e n t i f i e d t h ro u g h t h e compilation of summary rankings from the stakeholder engagement and peer analysis. The final selection was then validated by senior Henderson Land executives to ensure the results of the materiality assessment were in accordance with potential business impact


The materiality assessment identified 21 GRI Material Aspects. The following table lists the 21 Material Aspects and their impacts

within and outside the Group. Respective material issues are represented by their corresponding GRI Material Aspects and Specific

Standard Disclosures. The sections to follow will deal with the Group’s policies, management approach and performance of each

Material Aspect.

High priority issues Impact location (Within/Outside of the Group)

Where impacts occur outside of the Group

Section in the Report where the issue is addressed

Within Outside

Economic Performance • Customers and tenants• Investors/ Analysts• Suppliers and contractors

About Our Group

Indirect Economic Impacts • Local communities• Customers and tenants

Our Community

Materials • Local communities and NGOs Our Environment

Energy Our Environment

Water • Local communities and NGOs Our Environment

Emissions • Local communities and NGOs Our Environment

Effluents and Waste • Local communities and NGOs Our Environment

Product and Services • Local communities and NGOs• Customers and tenants

Our Environment; Our Value Chain and Customers

Compliance (Environment) • Government and regulators Our Environment

Land Degradation, Contamination, and Remediation

• Local communities and NGOs• Government and regulators

Our Environment

Employment Our People

Occupational Health and Safety Our People

Training and Education Our People

Diversity and Equal Opportunity Our People

Non-discrimination (Human Rights) Our People

Local Communities • Local communities and NGOs Our Community

Anti-corruption • Government and regulators Corporate Governance

Customer Health and Safety • Customers and tenants• Suppliers and contractors

Our Value Chain and Customers

Product and Service Labelling • Customers and tenants• Suppliers and contractors


Customer Privacy • Customers and tenants• Suppliers and contractors• Government and regulators


Compliance (Product Responsibility) • Government and regulators Our Value Chain and Customers

List of Material Issues and Corresponding Aspect Boundary


I am delighted to introduce the third standalone Sustainability and CSR Report

of Henderson Land. In this report we highlight many of the Group’s aims and

achievements over the last year as we continued to place the principles of

corporate social responsibility and sustainability at the heart of our business

strategy. The report also takes into account feedback from our stakeholders, which

is an important measure of how our products and services are perceived.

We believe it is our responsibility to create a better living environment for all and

the Group continues to explore ways in which we can incorporate energy efficient

technology and use our status as an established developer to influence the

reduction of carbon emissions.

As we continue to pursue the building of vibrant and sustainable communities,

the Group’s Green Building Sub-Committee and Safety and Environmental

Committee support our project development activities. The green strategies and

policies formulated by these two committees provide guidance to our professional

project management teams who work tirelessly to search for and integrate the

latest recyclable and renewable materials, energy saving technologies, waste

management systems, and water conservation measures into our developments.

Our people are Henderson Land’s most valuable asset. Their dedication and

hard work are the key to the Group’s continued success as well as to our ability

to deliver quality products and services for our customers. We are proud to be

recognised as an employer of choice and will continue to provide a safe, healthy

MESSAGE FROM MANAGEMENT

Contributing to the betterment

of society is ingrained in our

corporate culture and our

employees make a real difference

through their many volunteering

and mentoring activities.


and friendly working environment, while also prioritising training and development

opportunities for our staff. Contributing to the betterment of society is ingrained

in our corporate culture and our employees make a real difference through their

many volunteering and mentoring activities.

Of course, the Group’s prospects and success are closely linked to the prosperity

of the local community, and this year saw the further evolution of our community

investment initiatives which are targeted at issues including poverty alleviation and

youth development.

As one of Hong Kong’s pioneering developers of green buildings and sustainable

building management systems, we pledge to continue to utilise our resources

and explore innovative ideas to create lasting positive social, economic and

environmental impacts for society. Looking to the year ahead, we will continue our

holistic approach to sustainability through innovation, investment, collaboration

and engagement.

LEE KA SHING

Vice Chairman

and Chairman of Corporate Social Responsibility Committee

MESSAGE FROM MANAGEMENT


Corporate Profile

Founded in 1976 by our Chairman,

Dr the Honourable Lee Shau Kee, GBM,

and listed in Hong Kong since 1981,

Henderson Land is a leading property

developer in the Hong Kong and

mainland China markets. Henderson

Land has played a vital role in creating

iconic landmarks across our markets

such as with Hong Kong’s International

Finance Centre (ifc) and the World

Financial Centre in Beijing. Exceptional

residential developments such as 39

Conduit Road, The Gloucester and

Double Cove in Hong Kong continue

Note: all attributable interests shown above were figures as at 31 December 2016.

to advance contemporary design and

development excellence. Through the

vertical integration of our operations, we

continue to push for greater efficiency,

quality, design, construction, and

management, across our operations.

Our core business remains our property

developments and property investments.

Henderson Land also holds investments

in the listed subsidiary, Henderson

Investment Limited, and three listed

associates, The Hong Kong and China

Gas Company Limited (“HKCG”), which

owns a stake in the listed subsidiary,

Towngas China Company Limited;

Hong Kong Ferry (Holdings) Company

Limited (“HKF”); and, Miramar Hotel

and Investment Company, Limited

(“Miramar”).

We are committed to maximising the

value that we bring our shareholders,

customers and community through

excellent product quality and service

delivery. Sustainability is integral to

this process as we set our focus on

maximising long-term returns and

growth while being mindful of our

environmental impact.

64.12%

33.41% 69.32% 41.52% 46.87%

Henderson Land Development Company Limited

Investment holding, property development and investment in Hong Kong and mainland China, hotel operation, project and property management, construction and provision of

finance

Towngas China Company Limited

Sale and distribution of liquefied petroleum gas and

natural gas in mainland China

The Hong Kong and China Gas Company

Limited

Production and distribution of gas in Hong Kong and

mainland China

Miramar Hotel and Investment Company,

Limited

Hotel and serviced apartment, property rental, food and

beverage, and travel

Hong Kong Ferry (Holdings) Company

Limited

Property development and investment

Henderson Investment

Limited

Department store operation in Hong Kong

ABOUT OUR GROUP


ABOUT OUR GROUP

Our Vision for Sustainability

As one of Hong Kong’s leading property

developers, we are committed to building

a more prosperous and sustainable

society. The Group strives to align its

commercial objectives with sustainable

growth, social prosperity and the well-

being of our communities.

Our Vision

The Group aspires to remain a market

leader by maximis ing long-term

economic value while also creating

positive social and environmental

impacts.

Organisational Values

The Group’s corporate sustainability

strategy is derived from three goals

that emulate Henderson Land’s overall

corporate vision and apply uniformly to

all employees and directors and to all

company activities.

Firstly, we seek to nurture a caring

culture by investing in our people and

their skills to help address the challenges

that we face. The health and safety of all

personnel linked to our operations is also

an utmost priority.

Secondly, we focus on operational

improvement to make the best use of

our resources, thus generating mutual

benefits for all our stakeholders. From

waste reduction to energy saving

measures, we prioritise efficiency in all

our operations.

Thirdly, we endeavour to enrich our

customers’ lives by delivering aesthetic,

innovative residential and commercial

developments that integrate seamlessly

with the natural and built environment

to address the aspirations of modern

sustainable living.


Economic Performance

Property development, property investment and strategic investment in Hong Kong and mainland China form the three pillars of

our business model. Our property development business sustains our profits and growth, while our property investment business

and strategic investments yield a stable source of income generation.

ABOUT OUR GROUP


Property Development

Property Investment

THREE PILLARS

Strategic Investment

• Cost effective approach of land

banking:

- acquire old buildings for

redevelopment in the urban

areas

- convert the land-use of New

Territories land

• Property development business

in Hong Kong is vertically

integrated, enabling the design,

development, construction,

sales and management of

development projects to be

executed in an efficient manner

• Focus on large-scale residential

developments in the second

and third-tier cities in mainland

China

• The Group i s the la rges t

shareholder of three listed

associates:

- Hong Kong and China Gas

- Miramar Group

- Hong Kong Ferry Group

In Hong Kong:

• Substantial , balanced and

diverse property investment

portfolio:

- mainly comprises offices and

shopping arcades in prime

locations

- large-scale shopping malls

in strategic locations above or

adjacent to MTR stations

- own a number of residential

properties and industrial/

office buildings

In mainland China:

• O w n e x c e p t i o n a l l y w e l l

designed and quality large-scale

commercial complexes situated

in prime locations in first-tier

cities in mainland China for

rental purposes

Our Business Model


and the combined market capitalisation of Henderson Land and its listed subsidiary and associates, was

HK$350 billion

2016 Financial Highlights

Revenue

HK $25.6 billion

Profit attributable to equity shareholders

HK $21.9 billion

Dividends per share

HK $1.55

ABOUT OUR GROUP

Properties in Hong Kong

(attributable floor area)

24.1million sq. ft.

Properties in mainland China

(attributable floor area)

101.1million sq. ft.

Total number of full-time employees

8,032

As at 31 December 2016, Henderson Land had a market capitalisation of

HK$150 billion

For more information on our economic performance, please refer to our Annual Report 2016. (http://www.hld.com/en/investor/annual_16.shtml)


The Group was delighted to be recognised with many awards and project accreditations in 2016. Our teams of professionals are

instrumental in maintaining high environmental standards across all our projects. Henderson Land and its executives are active

members of industry professional bodies and external environmental charters. We remain committed to increasing cooperation

across the sector and continue to share expertise and promote best practice through various channels. More details can be found

on pages 56 to 59 of the Report.

Membership and Awards

To date, we have achieved

10 LEED, 18 BEAM, 23 BEAM Plus, 4 China Green Building Design Label and

1 WELL project accreditations for our projects, comprising 16 office and commercial developments, 23

residential developments and one hotel property.


CORPORATE GOVERNANCE

Governance StructureRobust corporate governance practices

and procedures are important in guiding

the Group to carry out its business in a

professional and ethical way. Under the

leadership of our Board of Directors,

we take every possible measure to

ensure that our business is conducted

in accordance with all applicable rules

and regulations, codes and standards

and lives up to our high standards of

accountability and transparency.

Our Board sets the direction of the

Group’s business strategy and overall

management of our business activities.

The Board has f ive committees ,

namely the Standing Committee, the

Audit Committee, the Remuneration

Committee, the Nomination Committee,

and the Corporate Governance

Committee. The Corporate Governance

Committee consists of three independent

non-executive directors and is the Group’s

highest governance body responsible for

developing, reviewing and monitoring

Henderson Land's corporate governance

policies and practices in compliance

with the law and regulations. The Audit

Committee assesses the effectiveness

of the Group’s risk management and

internal control systems.

Several Directors and department heads

are invited to sit on the Corporate Social

Responsibility Committee which is

chaired by the Group’s Vice Chairman,

Mr Lee Ka Shing, to oversee issues

relating to sustainability and corporate

social responsibility.

The management team is responsible for

day-to-day management, administration

and operations of the Group under

the guidance of the Board of Directors.

Further information on the composition

of the Group’s Board of Directors and

related details can be found in the

Corporate Governance Report on pages

88 to 103 of the Group’s Annual Report

2016.

Anti-corruptionHenderson Land adheres to stringent

anti-corruption policies as outlined in

our Code of Conduct. It is mandatory

for all employees to act professionally

and comply with policies on conflicts

of interest, intel lectual property

rights, privacy and confidentiality of

information, bribery, corruption, and

equal opportunity.

In addition, seminars are held to provide

members of staff with updates on

regulations and to strengthen their

awareness of ethical practices.

E m p l o y e e s a r e e n c o u r a g e d t o

communicate any concerns or opinions

on the Group’s operations to the Vice

Chairman through a direct email link.

During the year, there were no incidents

of corruption reported within the Group.


CORPORATE GOVERNANCE

• Meeting all applicable legal and regulatory requirements on corporate social

responsibility (“CSR”) matters

• Pursuing good practices of CSR in its operations

• Implementing policies relating to workplace quality, environmental protection,

operating practices and community involvement

• Minimising the Group’s potential environmental impact

• Providing a safe and healthy working environment to all employees and site

staff in compliance with the applicable legal requirements

• Supporting meaningful community-oriented activities in partnership with our

employees, community bodies, society and government

• Encouraging our staff to be proactive in CSR and providing training to them

• Promoting CSR awareness among consultants and contractors

• Engaging our stakeholders in the CSR process

• Monitoring and improving the performance in CSR

CSR Policy

The Group firmly believes in fulfilling our

social responsibility in the development of

the local community and has a dedicated

CSR Policy to explain our approach. It

outlines our commitment to strive for

best practice and go beyond minimum

regulatory requirements in areas such

as workplace quality, environmental

protection, operating practices and

community involvement, amongst others.

The Policy also explains our commitments

to maintaining open and transparent

dialogue with our stakeholders and

ultimately maximising the economic,

social and environmental benefits that

we deliver to the community.

Risk Management

Assessing the effectiveness of the

Group’s risk management and internal

control systems is the highest priority of

the Audit Committee. The Committee

adopts a proact ive approach to

investigate any activities within its terms

of reference. A Risk Management Policy

at the Group level helps to maintain risks

at acceptable levels by providing direction

and tools for risk identification, analysis

and management.

Our Audit Department also conducts

audits of the Group’s major activities to

ensure that risk management functions

are in place and operating effectively. The

Audit Department reports directly to the

Audit Committee with their findings.

The Group has adopted a holistic

approach to risk management that

considers various aspects of our business

and operations. Risks which are of a long

term nature, such as those caused by

climate change and in our supply chain,

are closely monitored. Green building

practices such as greywater recycling

and rainwater harvesting for fountains

are applied to new projects. Building

services systems with higher energy

efficiency are installed to save electricity

consumption and reduce our carbon

footprint. Henderson Land also works

with our suppliers to minimise pollution

at construction sites using innovative

methods and devices.

To lower the risk posed by talent

turnover, in addition to competitive

benefits, training and a clear progression

path, Henderson Land strives to provide

a friendly working environment for our

employees, including setting up lactation

rooms for breastfeeding mothers, and

providing free lunch and fruits for staff

so that they can leisurely bond while

enjoying a balanced and nutritious diet.

Further details on how we address each

of the risks mentioned above can be

found within the relevant sections of the

Report.

The CSR Policy commits the Group to:


As a ma jor proper ty deve loper,

H e n d e r s o n L a n d s t r i v e s t o b e

environmentally sustainable in the

development and management of

our property portfolio in Hong Kong

and mainland China. To minimise

environmental impacts during the

development, we prioritise resource

efficiency, incorporate green building

designs in our developments and

promote environmentally sustainable

practices to our stakeholders.

We have an Environmental Policy in

place to encourage environmental

protection in our decision making

process, management and organisational

culture. It applies to every stage of our

business operations and across our

supply chain, covering environmental

aspects such as green building labelling,

resource efficiency, green purchasing and

environmental education. For further

details, the Policy can be accessed online

at: http://www.hld.com/en/csr/envpolicy.

shtml.

Our Environmental Committees

The Group’s two environment-related

committees support our green building

development and manage the safety and

environmental risks at our construction

sites.

Green Building Sub-Committee

The Green Building Sub-Committee

comprises representatives from different

departments. Its aim is to support the

development of projects to achieve green

building goals, facilitate knowledge

sharing and set corporate green building

standards. The Sub-Committee helps

to disseminate green building best

practice and build capacity as it organises

knowledge sharing sessions with green

building professionals from the Group

and other organisations. Staff are also

encouraged to become accredited BEAM

Professionals.

Safety and Environmental Committee

T h e S a f e t y a n d E n v i ro n m e n t a l

Committee focuses on minimising safety

risks and improving environmental

performance at our construction sites. All

safety and environmental measures are

closely monitored.

OUR ENVIRONMENT

*compared to 2015 baseline

GHG emission intensity decreased by

9%*Energy consumption

intensity decreased by

8.9%*

1,483,000+ kg of waste recycled at our properties managed by

Goodwill


Material Use and Waste Management

To reduce our environmental impact,

the Group closely monitors the materials

that we use in our construction and

operations. Henderson Land employs an

environmentally friendly approach that

accommodates both the design concepts

and the selection of materials. We also

use recyclable and renewable materials

OUR ENVIRONMENT

At new property projects At the Group’s officesAt the property management

subsidiaries

• Avoid the use of virgin forest

products

• Apply modular and standardised

designs to reduce waste

• Source construction materials from

the nearby regions wherever feasible

• Adopt the policy of reduce, recycle

and reuse where possible

• Recycle waste paper and used toner

cartridges

• Implement paperless systems

• Adopt a green purchasing policy

• Implement ISO 14001 Environmental

Management System

• Install food composting machines

at properties to treat food waste to

reduce the burden on public landfills

Policies and Strategies to Guide Sustainable Material Use and Waste Management

and other green alternatives in our

projects to conserve resources wherever

it is feasible.

To minimise waste, the Group ensures

that recycling is used where possible,

and that any other waste is disposed

of in a manner that is environmentally

responsible. Our construction sites

incorporate a waste management

system that comprises sorting, recycling

and proper disposal of construction or

demolition materials. More details can be

found on pages 59 to 60 of our report.

At the Group’s leasing properties, our

management subsidiary Goodwill

collects, labels and stores recyclable

waste for handling by its contractors on

a regular basis. It also ensures that the

contractors dispose of non-reusable or

non-recyclable waste properly.

Recycled Materials at Properties Managed by Goodwill in 2016

Paper1,442,000+ kg

Plastic 16,600+ kg

Metal 25,000+ kg


Energy Saving and Emissions Reduction

With the effects of climate change

increasing across the globe, national

governments have been responding by

implementing stringent legislation and

carbon reduction targets. Henderson

Land is committed to being part of

the collective effort to reduce Hong

Kong’s overall greenhouse gas footprint

by adopting different energy saving

strategies and initiatives in our operations

and development projects.

For the Group’s property management

subs id ia r ies , the env i ronmenta l

protection policy stipulated in the

Integrated Management System provides

direction in promoting energy savings. A

Green Committee is set up to review and

promote energy saving opportunities.

Well Born and Hang Yick have obtained

ISO 14001 certification for some of

the properties they manage. At these

properties, internal and external audits

are conducted in accordance with the

stipulated standards.

OUR ENVIRONMENT

GHG Emissions* and Energy Consumption of our Headquarters and Properties Managed by Goodwill^

* Please refer to page 61 in Key Facts and Statistics for the breakdown of GHG emissions^ The data is confined to our offices at Two ifc, AIA ower and 33 properties managed by Goodwill in 2016 (2015: 32 properties)# The scope of this data includes electricity, fuel and towngas consumption of headquarters and properties managed by Goodwill

109,456

101,329

0.1277

0.1403120,000 -

110,000 -

100,000 -

0 -

- 0.15

- 0.12

- 0.09

- 0

2015 2016

Total GHG emissions - Scope 1 & 2 (tCO2e)

Building GHG emissions intensity (tCO2e /m2 total GFA)

180,000,000 -

160,000,000 -

140,000,000 -

0 -

- 210

- 180

- 150

- 0

158,040,131

146,434,346

185

203

2015 2016

Total energy consumption# (kWh)

Building energy intensity (kWh/m2 total GFA)


At new property projects At the Group’s offices

• Include green building features in the planning and design

stages of development, for example:

- Use of tinted or double window glazing

- Energy efficient building services installations

- Sophisticated home automation systems

• Use T5 lighting, LED bulbs, and highly efficient air

conditioning equipment at construction sites

• Install 49 sets of video conferencing systems in our offices in

Hong Kong and mainland China to reduce greenhouse gas

emissions produced by business travel

At residential properties managed by Well Born and

Hang Yick

At commercial properties managed by Goodwill

The following energy saving measures were taken:

• Use T5 fluorescent tubes and LED lights where applicable

• Install motion sensors, carbon dioxide sensors and timers to

control the lighting and air conditioning system

• Divide Estate Common Areas into different zones for better

arrangement of lighting and air conditioning

• Participate in various external competitions and events,

such as “Power Smart” Energy Saving Contest, “No Air-con

Night” and “Earth Hour” to promote energy saving to our

residents

• Monitor energy and water consumption of properties on a

regular basis

• Develop and implement Environmental Instructions (EI)

which cover emissions in accordance with the requirements

of ISO 14001 Environmental Management System

• Review the operating time of facilities such as lifts and

escalators on a regular basis

• Monitor the efficiency of building facilities such as chiller

plants on a regular basis

Strategies and Initiatives of Energy Saving and Emissions Reduction

For more green building practices of the Group’s development projects, please refer to pages 22 to 25 of this Report for green

building case studies.


Water Conservation and Management

Water conservation is increasingly becoming a global issue. Henderson Land is contributing to this effort by incorporating water saving features in new development projects to reduce domest ic and commerc ia l water consumption. As an integral part of our ongoing efforts, we plan to use more

water saving devices at our new property

projects, with the aim of achieving an

estimated aggregate annual saving of

20% compared with the BEAM Plus

baseline.

On our construction sites, we aim to

conserve water and ensure the proper

discharge of any wastewater, while

at some of our projects, rainwater is

collected for car-washing purposes.

In order to ensure the quality of the

water used by tenants and residents,

our property management subsidiaries

carry out regular cleansing of communal

freshwater and flushing water tanks

at proper t ies that they manage

in accordance with the applicable

regulations and guidelines. Other

measures such as replacing automated

faucets have been adopted to minimise

wastage and runoff.

Water Consumption and Corresponding GHG Emissions^ of our Headquarters

Water Consumption and Corresponding GHG Emissions^ of Properties Managed by Goodwill

^ Indirect emissions from water consumption at our offices at Two ifc and AIA Tower

^ Indirect emissions from water consumption managed by Goodwill (2016: 33 properties; 2015: 32 properties; 2014: 27 properties)

1,564385,182

1,541 370,622

1,666

339,022

0.61

147

0.67

136

0.64

1573,000 -

2,000 -

1,000 -

0 -

450,000 -

400,000 -

350,000 -

0 -

- 0.70

- 0.60

- 0.50

- 0

- 160

- 140

- 120

- 0

2014 20142016 20162015 2015

Water consumption (m3)

Water consumption (m3)

GHG emissions (tonnes)

GHG emissions (tonnes)

OUR ENVIRONMENT


Green Product and Services

Henderson Land is dedicated to the

continued delivery of sustainable

products and services to our customers.

With innovative sustainable designs

and approaches adopted for our new

projects, the Group is able to help reduce

our carbon, water and energy footprints,

and provide a healthy environment for

our customers.

Strategies and Approach

Strategies to develop greener product

offerings are based on thorough multi-

stakeholder engagements. This ensures

a holistic consideration of the issues

surrounding all our projects such as

the ecological value in accordance with

all applicable laws and guidelines. We

also tackle likely issues from the design

stage by seeking advice from NGOs and

experts. This approach allows for the

development of the most appropriate

mitigation measures.

Our subsidiary, Goodwill, has complied

with the ISO 9001 and ISO 14001

Integrated Management System Manual

and implemented rigorous environmental

management policies. During the

reporting period, there were no incidents

of non-compliance with laws regarding

the provision and use of products and

services.

Building a Green Future

The urban built environment offers

great potential for green design and

features. Passive design strategies use

ambient energy sources such as natural

ventilation and lighting, while active

designs intervene in systems that require

purchased energy such as HVAC systems.

Henderson Land is always searching for

the optimal integration of passive and

active design strategies at all stages of a

project.

This case study features two of our latest development projects, which are testimony to the Group’s green vision.

Case Study

Green Buildings in Action

18 King Wah Road project18 King Wah Road is a 25-storey smart

office building designed to provide a green,

intelligent and healthy work environment to

occupants. An impressive set of accreditations

have been awarded, including the LEED

Platinum Pre-cert if ication, BEAM Plus

Provisional Platinum, China Green Building

Design Label 3-star rating, WELL Gold Level Pre-

certification and the Hong Kong Green Building

Council Green Building Award.

• Landscape and Air Ventilation Corridor

The curved building surface and the setbacks from

the building boundary enhance air ventilation in the

neighbourhood. Landscape at street level links up

with the future promenade and provides an urban

oasis for workers to exercise and relax.

• Solar Responsive Façade

The external shading changes angle and shape

along the façade according to the sun’s position and

path, shielding indoor spaces from harsh sunlight

and reducing solar heat gain. Light shelves are also

constructed to diffuse direct sunlight into deeper

areas in the offices.

• WELL Building Standard

18 King Wah Road is one of the first few Hong Kong

buildings being awarded with this newly established

holistic health performance verification standard for the

built environment addressing human behaviour, building

design and operations, while achieving the Gold Level Pre-

certification. It focuses on seven factors of the building

that enhance occupants’ health: air, water, nourishment,

light, fitness, comfort and mind.

22 23Henderson Land Development Company LimitedSustainability and CSR Report 2016

Henderson Land Development Company LimitedSustainability and CSR Report 2016

OUR ENVIRONMENT

• BIM-enabled Intelligent Building

Management System (iBMS)

This web-based smart system controls

and monitors the climate-responsive,

passive and active building systems.

It includes the Weather Information

Totem to gather on-site weather

information for building users to

make informed decisions in controlling

the indoor workplace environment

through the motorised windows and

motorised blinds.

Case Study

Green Buildings in Action

24 25Henderson Land Development Company LimitedSustainability and CSR Report 2016

Henderson Land Development Company LimitedSustainability and CSR Report 2016

15 Middle Road projectAnother remarkable development, the 15 Middle Road project has fully

integrated our SEED ethos. This encourages salubrious design that promotes

four main aspects:

OUR ENVIRONMENT

• Social well-being

• Energy efficient systems

• Evolving building control utilising intelligent design

• Depuration systems that benefit the environment of the development as well

as its neighbourhood

• Solar Desiccant System

This system utilises heat energy collected by solar

thermal panels on the rooftop to regulate the

temperature and humidity of the building. It is designed

to offset 2% of the building total energy consumption

and CO2 emission on site.

• Water Recycling Sytem

Rainwater is harvested through the

rooftop and stored in an 18.5m³

rainwater collection tank using a

filtration system that filters and

treats the harvested rainwater,

reducing 99% of irrigation water.

Cool condensed water from the air

conditioning system is also recycled.

• High Performance Façade and Self-shading

The façade of the building is designed to

reduce glare impact to its surroundings

and reduce heat transfer. A self-shading

design is incorporated to reduce direct

solar heat gain, which reduces the energy

required for cooling.

• 30% Greenery

The project has a high greenery ratio

that increases green spaces in the

neighbourhood and enhances the natural

environment at the pedestrian level.

• Naturally Ventilated Car Park

The car park is naturally ventilated

and promotes cross ventilation

which is effective in providing

fresh air and removing pollutants.

This design reduces over 70% of

exhaust fan energy.

(artist’s impression)

(artist’s impression)


EnvironmentalMitigation

Apart from implementing efficient

energy and water consumpt ion

measures, Henderson Land prioritises

the environmental health of our land

and the surrounding neighbourhood.

During the stages of design, construction

and property management, continuous

assessment and mitigation measures are

conducted.

The Group minimises air and water

pollution by adhering to individual plans

for Environmental Management, Waste

Management and Indoor Air Quality

Management at our construction sites.

Noise pollution has also been mitigated

by complying with the recommended

criteria in the Hong Kong Planning

Standards and Guideline.

Environmental mitigation also comes in

the form of greening measures. Planting

trees beautifies our environment, purifies our air and enhances our ecology.

Land RemediationHenderson Land is continually seeking opportunities to improve Hong Kong’s overall built environment. This includes the remediation of degraded lands. Where necessary, the Group takes swift action to mitigate against dangerous slopes, as well as deterioration in soil, or water quality within its land reserve.

The Group acquired a parcel of land at

She Shan Tsuen in Tai Po in 2005. At the

time, the slopes on the land required

severe remediation works due to a

mass of construction and demolition

materials that had been left there

by the previous owner. After taking

possession of the land, the Group

worked conscientiously to find the

best solution to rectify the condition of

the slopes and proposed various plans

to related government departments.

After many rounds of amendments

in response to the comments

and feedback from government

departments, Henderson Land’s work

plan was finally approved by the

Buildings Department in late 2015.

We have engaged our experienced

contractor and professional consultant

to improve the slopes while minimising

potential impacts on the surrounding

environment and nearby residents.

You can follow our progress at: https://

www.facebook.com/ssttaipo/.

Case Study

She Shan Tsuen Slopes Improvement Works

1 Site Preparation

• Site survey and precautionary measures

e.g. fencing, site entrance notices, wheel

washing facilities, drainage and filter

systems, and site surveillance system

2 Slopes Stabilisation

• Removal of the construction and

demolition materials

• Compaction works

3 Post-work • Hydro-seeding and site clearance

OUR ENVIRONMENT


Aims of the Blessing Farm Scheme

• To promote sustainable farming and advanced farming

technology in Hong Kong

• To alleviate poverty, we donate crops to Home Market,

a poverty relief social enterprise which sells goods at a

subsidised price to low-income households

• To offer meaningful engagements for students and

retired individuals, who are recruited as volunteers

To support sustainable farming in Hong Kong, the Group is

collaborating with Blessing Farm, a social enterprise, through

the provision of a parcel of land at Fanling in the New

Territories at fully subsidised rent for use as an organic farm.

Launched in 2014, the Scheme was earmarked for an initial

period of three years and has been extended for another

two-year term until 2018. Blessing Farm has made good

use of the approximately 180,000 sq. ft. of land before land

use conversion and has brought many people together to

experience the enjoyment of organic farming.

Case Study

Blessing Farm Scheme

6,000+ kg organic vegetables provided to

Home Market since 2014

12,000+ families and individuals benefitted

from the organic vegetables provided

to Home Market since 2014

The Group’s human resources are our most valuable asset and remain key to the long-term prosperity of our business. Recruiting

and retaining talent is vital in order for us to stay competitive. We strive to provide a safe, healthy, and friendly working environment

for all employees and site staff by conducting thorough training and development and adhering to comprehensive policies on

welfare and benefits, equal opportunity and diversity.

OUR PEOPLE

28

155,000+ training hours

90+ training courses

7,100+ employees in

Hong Kong

Employment and Employee Welfare The Group provides competitive remuneration and benefits to our full-time

employees. Medical care and retirement schemes are complemented by daily free-

of-charge nutritious lunches and refreshments. Family-friendly policies have been

adopted such as providing lactation support to breastfeeding employees, paid

paternity leave and marriage leave. Additional benefits for our staff include travel

outings and use of the Group’s cottage on a rental basis. They are also encouraged

to participate in workshops with

external professionals such as health

classes, mental agility sessions,

gymnastics and organic farming.

Weekly departmental meetings and

periodical staff surveys are held to

provide a platform for employees to

express their opinions, while enabling

the Group to review employee

welfare and satisfaction.


Henderson Land respects the personal and family commitments of its

employees. The Group was proud to be awarded a certificate by UNICEF in

2016 for promoting a Breastfeeding Friendly Workplace after two lactation

rooms were established and brought into service at the Group’s offices.

These rooms provide a friendly environment for breastfeeding mothers and

are furnished with chairs and small tables, offering a comfortable and private

space. In addition, designated refrigerators are also provided. To facilitate the

use of the rooms, the Group has developed a written policy and a user-friendly

online booking system enabling employees to enjoy two lactation breaks per

day during office hours.

Equal Opportunity and Diversity Henderson Land’s diverse workforce

r e f l e c t s t h e r e q u i r e m e n t s o f

contemporary business for talents with

a valuable mix of different perspectives,

skills, experience and knowledge. At

the senior management level, our board

diversity policy sets out the Group’s

approach to the selection of candidates

taking into account an extensive range of

characteristics including but not limited

to gender, age, cultural and educational

background, professional experience,

skills, knowledge and length of service.

Such equal opportunity and non-

discrimination practices also underscore

the culture we seek to engender in our

daily office environment.

A confidential feedback system is open

to all employees to express any opinions

or concerns regarding discrimination

via the Group's intranet or direct email

to the Vice Chairman. Throughout the

reporting year, there were no incidents of

discrimination.

Training and Development T h e c o n t i n u a l e d u c a t i o n a n d

development of our employees is a

priority for Henderson Land. The Group

provides a range of internal training

programmes, talks and seminars that

strengthen employees’ relevant skills

and enhance their job competencies

and professional development. This year,

training courses covered a wide range

of subjects including language skills,

management skills, computer skills and

commerce seminars. The programmes

offered are subject to periodic review and

adjusted accordingly to reflect employee

feedback.

Employees obtaining pertinent external

academic or professional qualifications

are also entitled to fee subsidies and

examination leave, with examples

including continuing development

p rogrammes such as the BEAM

Professionals accreditation. Many of

our Project Management Department

staff are members of professional

institutes. In addition, the Construction

Department is also intent on enhancing

the professional development of our

junior staff by sponsoring apprentice

training programmes under the schemes

managed by the Hong Kong Institute of

Engineers.

Case Study

Breastfeeding Friendly Workplace


Average Training Hours per Employee by Employee Category

* The “Overall” number comprises all full-time and part-time employees of the Group in Hong Kong including those working at our headquarters, construction, property management and other subsidiaries

30 -

20 -

10 -

0 -

No. of hours

26.05

17.0016.19

26.75

20.7521.86

Male Managerial GeneralFemale Supervisory Overall*

To further the exchange of international

and local best practice and knowledge,

our Board of Directors are encouraged

to attend external talks and seminars,

and are updated on the latest legal and

regulatory issues on a monthly basis by

the Company Secretarial Department.

During the reporting year, a total

of approximately 155,000 hours of

employee training activit ies were

delivered, consisting of 92 internal

training courses as well as external and

subsidised courses. In accordance with

the Group’s long-term strategic plans for

staff development, the Human Resources

Department is intent on formulating

a systematic annual training and

development plan.

All staff at our construction subsidiaries

are provided with adequate shelter, rest

periods, ventilation facilities and potable

water. Toolbox talks are carried out to

provide safety training to workers at

construction sites. Courses on OHS and

First Aid are offered to all and a care

programme to familiarise new workers

with all procedures is undertaken.

To further raise awareness amongst

frontline staff, an internal competition,

"Occupational Safety and Health Quiz",

is organised every year.

Our subsidiaries, Well Born and Hang

Yick, take notable measures to promote

workplace health and safety. At least

five workplace visits are conducted each

month, and six OHS activities are held

each year to improve conditions at the

workplace. Well Born and Hang Yick also

joined the OSH Star Enterprise Charter

under the Hong Kong Occupational

Safety and Health Council.

OUR PEOPLE

Health and Safety Minimising work-related accidents and

providing a safe and secure working

environment for all employees and site

workers is of paramount importance to

the Group. Meticulous measures were

taken to ensure that the accident rate

for the reporting year has remained well

below the 2016 accident rate target of

not exceeding 10 in 1,000 workers.

Henderson Land has a dedicated

Occupational Health and Safety (“OHS”)

Committee to supervise and implement

sound site safety management. The

Chairman of the Committee and

division heads meet with site staff

every three months to discuss the latest

safety matters. Moreover, bi-annual

independent safety audits at each of our

construction companies and sites ensure

that we meet the high safety standards

that we set ourselves.


The Site Safety Subgroup To take on an interdisciplinary approach

to site safety assurance, professionals

such as architects, engineers, surveyors

and safety officers, are brought together

into the Group’s Site Safety Subgroup.

The Subgroup conducts week ly

inspections to stay up-to-date with the

latest safety concerns. Should any issues

arise, they are immediately rectified,

while findings that require further

consultation are discussed with the

Project Management, Engineering and

Construction Departments.

Throughout the reporting year, the Site

Safety Subgroup carried out 107 safety

inspections of the Group’s superstructure,

substructure, demolition, and alteration

and addition projects. A total of 749

safety findings were made, which

addressed critical safety matters relating

to activities such as fire safety, bamboo

scaffolding, lifting operations, material

handling with risks of falling objects,

flame cutting and welding, installation

of curtain walls, excavation and bored

piling.

12.8

41.9

6.4

39.1

6.1

*Industry average accident rate in 2016 is not available as of the publication date of the Report

50 -

40 -

30 -

20 -

10 -

0 -

Accident rate

2014 2015 2016*

E Man HK Construction Industry Average Accident Rate

Accident Rate per 1,000 Workers per Annum in Construction

N/A


OUR VALUE CHAIN AND CUSTOMERS

Supply Chain Management

As a leading property group, Henderson Land endeavours to exert a positive influence on all the stakeholders in our supply chain.

We strive to improve our overall environmental, social and governance performance by incorporating best practice in our supply

chain management processes. Our approach includes local procurement to reduce carbon emissions arising from the transportation

of materials and products, as well as targeting the creation of economic value in the local community.


Henderson Land works with a supply chain that comprises over 2,700 suppliers, which represented an expenditure of about

HK$6 billion for the reporting year. Architects, surveyors, technical consultants, designers and contractors are among the principal

stakeholders in our supply chain.

Expenditure on Different Types of Suppliers for Project Management, Construction and Property Management

8.7% Consultants

(Architects & Authorised Persons, design architecture,

structural engineering, building services engineering, quantity

surveying,interior design, sustainability consultancy, etc)

91.0% Subcontractors

(Fabrication,

installation works,

construction workers, etc)

1.1% Other

90.3% Contractors

(Ground investigation, demolition,

foundation and superstructure, etc)

1.0% Other

(Rendering, model production, printing, etc)

9.0% Suppliers

(Building materials)

0.4% Consultants

(Building surveying, assessment, etc)

92.8% Contractors

(Cleaning services,

security services, facilities

maintenance, etc)

5.7% Suppliers

(Maintenance materials,

uniforms, etc)

Project Management

ConstructionProperty

Management


To enhance sustainability performance, it

is imperative that our suppliers are aligned

to the Group’s goals. Henderson Land’s

social, environmental and occupational

health and safety requirements and

standards are clearly stipulated during

the tendering and procurement process.

The Audit Department, through close

inter-departmental dialogue, monitors

the process and ensures that it is

standardised, fair and transparent.

To ensure we deliver consistently high

quality products, the Group maintains

a list of consultants and contractors

who possess relevant professional

qualifications and accreditation. Our

Construction Department also maintains

an internal subcontractor register and

requires that all subcontractors are

registered via the Construction Industry

Council’s Subcontractor Registration

Scheme.

Advocating local procurement is one

of the chief ways we improve our

sustainability performance in supply

chain management. Not only does it

contribute to a lower carbon footprint,

it also sustains local economic activity

and the development of local talent. We

nurture long-term relationships with our

suppliers, particularly those who also

prioritise sustainability performance.

Customer Health and Safety

The health and safety of all occupants

in our properties is important to the

Group. For all Henderson Land projects,

we have appointed Authorised Persons,

Registered Structural Engineers and

Registered Contractors to ensure

compliance with all applicable legislation

including the Building Ordinance,

Regulations and Codes of Practice, Places

of Public Entertainment Ordinance, and

Hotel and Guesthouse Accommodation

Ordinance. There were no cases of non-

compliance during the reporting year.

Moreover, all of the Group’s projects

comply with the criteria recommended in

the Hong Kong Planning Standards and

Guidelines, which provide a benchmark

for project management decisions that

will work for the greater good of our

society by facilitating social and economic

development.



Prefabrication has been adopted as

a means for better product quality

control and more efficient construction

processes.

The Group’s 18 King Wah Road project

is one of the first few projects in Hong

Kong to receive the WELL Building Gold

Level Pre-certification. The WELL Building

Standard is a newly established holistic

health performance verification system for

the built environment which measures,

certifies and monitors the performance of

building features that impact health and

well-being by taking into account seven

factors: air, water, nourishment, light,

fitness, comfort and mind.

At Well Born and Hang Yick, quarterly

safety inspections for buildings and

estates were conducted to ensure

product safety under the OHSAS

18001 Occupational Health and Safety

Management System. An achievement

rate of 100% had been attained in

2016.

In order to improve accessibility for people with different needs, Goodwill is installing barrier-free

facilities in many of our shopping malls. These facilities include:

Braille lift buttons

Ramp access

Tactile guide path

Tactile Signage / Map

Disabled washrooms

Barriers free routes

Emergency call bells in washrooms

Voice synthesiser in lift

New concierge counter incorporated

with low level counter top for the

disabled

Graphics and signage affixed on

glass panels and entrance doors to

alert elderly and disabled people and

enhance public safety

“Guide dogs welcome” stickers are

placed at prominent areas in our

properties to inform the public

Customer SatisfactionThe Group is committed to delivering

superior customer services in both property

sales and property management. A

Customer Services Code of Conduct is in

place to ensure service quality. We solicit

feedback on our customer service through

questionnaires which are submitted after

product delivery completion. We also collect

customer feedback via an on-site staff

communications hotline and a customer

service email link. Our Property Management

Team carries out periodic surveys to

determine the customer satisfaction levels of

our tenants and property owners.

Henderson Land recognises that property

ownership is a life time investment for

many people and our Customer Services

Section serves customers of residential

housing projects at four stages during

the development process. In the Product

Development stage, customer feedback

regarding designs for their projects is

collected and conveyed to the project

management team. During the Building

Inspection stage, we ensure our products

meet customers’ needs and expectations.

The Product Delivery stage is where

properties are introduced to customers

and checked for defects. Feedback on

customer service is collected via on-site

questionnaires and through a staff

communicat ions hot l ine . In the

After-Sales stage, Customer Services

staff are stationed at newly built

properties for over a year to provide

assistance and they also monitor

ma in tenance work s w i th in the

warranty period.

Goodwill Hang Yick Well Born

Overall customer satisfaction 97.1% 99.5% 98.2%

36

Results of Customer Satisfaction Survey


Products and Service Labelling The Group aims to present our product

offerings transparently, enabling our

customers to make informed decisions

based on accurate descriptions and

assessments. In guiding the Group’s

practices, we adhere to the Residential

Properties (First-hand Sales) Ordinance

which sets out obligations regarding the

transparent disclosure of all marketing

and sales activities and materials.

The Group’s senior executives monitor

and approve product information to

make sure it is accurate. Consultants

and other profess ionals are also

commissioned to review all brochures,

show-flats and advertising materials to

ensure compliance with the Ordinance.

We have also developed an internal

operational manual and training modules

to equip staff from various departments

with knowledge on sales and marketing

legislation.

Customer Privacy Henderson Land is committed to

upholding the security of our customers’

data and their legal right to privacy is

protected by policies that comply with

all requirements of the Personal Data

(Privacy) Ordinance. We clarify this

pledge to customers in a Privacy Policy

and Personal Information Collection

Statement which notes that all customer

data collected by Henderson Land

is for the sole purpose of business

development and customer relationship

management. It makes explicit references

to the parties entitled to access this

data, such as subsidiaries of the Group.

Customers are also able to exercise their

right to data access by contacting our

Personal Data Privacy Officer.

To ensure good data handling practices,

staff are well-informed regarding

relevant regulations through training

seminars and programmes. Henderson

Land also takes a proactive stance to

prevent external infiltration. When

crypto malware became a threat

to Hong Kong businesses, all staff

underwent mandatory IT security tests,

which allowed the identification of any

weaknesses or vulnerabilities within the

Group’s departments.

During the reporting year, there were no

verified complaints received concerning

breaches of customer privacy and

disclosure of customer data.

37

90+

community programmes supported

30,000+

youths and underprivileged

benefitted

2,600+ kg of organic

vegetables donated for underprivileged


OUR COMMUNITY

The Group believes that our responsibilities go far beyond direct economic contribution

and recognises the impact that we have on society, both through our operations

and community investment initiatives. Our approach to community investment and

engagement has been formalised in our Corporate Social Responsibility Policy, which is

available on our company website http://www.hld.com/en/csr/csrpolicy.shtml.

The Group also continues to forge close partnerships with our employees, community

bodies, society, and government to address the needs of the community. We have

supported a number of community programmes for many years, providing financial

assistance as well as dedicated manpower and the personal involvement of our senior

executives. In 2016, Henderson Land continued to drive and support a broad spectrum

of community programmes that are making positive changes in society and building

a sustainable future for generations to come. More than 90 programmes received our

support and participation, and the Group’s corporate volunteer team initiated and

implemented 19 service activities.


During 2016 Henderson Land again pursued a broad range of community initiatives. Our involvement targeted issues such as

poverty relief and environmental education, as well as promoting arts and culture, and youth development.

Community Initiatives

Poverty Relief

Initiative/ Beneficiary Support in 2016 Accumulative Social Impact

Blessing Farm Provided sponsorship to support the

Farm, which supplied over 2,600kg

organic vegetables to Home Market–

a not-for-profit convenience chain store

for donating or selling at significantly

discounted prices to the underprivileged

Through supporting Blessing Farm,

the Group has collectively donated

over 5,900kg organic farm-produced

vegetables to the underprivileged since

2014, nourishing more than 12,000

people

Commission on Poverty

"Future Stars" Programme –

Upward Mobility Booster Project

Supported four youth engagement

programmes of respective NGO partners

by providing financial sponsorship, career

orientation and workplace induction

The project has assisted around 670

youngsters in total since 2014, inspiring

them to pursue clear goals and aiding

their mobility up the social ladder

Commission on Poverty

"Future Stars" Programme –

Upward Mobility Scholarship

Provided scholarships to underprivileged

students who have shown potential

through continuous progress in academic

performance and personal development

Over 530 scholarships have been awarded

since 2014, providing a means for the

financially unstable to continue on with

their studies

Warmth Giving Project Distributed winter sustenance packages

to about 12,000 elderly and low-income

families. Supported the elderly by holding

a spring lunch and gave away scarves

knitted by our volunteer team and

Henderson Club members

The Group has co-organised and financed

the project since 2011, benefitting more

than 72,000 economically-disadvantaged

elderly and families

Environmental Education


Friends of the Earth (HK) Power Smart Sponsored the territory-wide energy

conservation contest for the eighth

consecutive year and took the initiative

to promote energy saving in domestic

households and commercial buildings,

and lower the Group’s carbon footprint

The competition has cumulatively saved

more than 273 million kWh of electricity

in Hong Kong since its inception in 2006,

equivalent to reducing 190,000 tonnes of

CO2 emissions

Green Power Hike Committed as the Title Sponsor of the

programme and formed nine staff teams

to participate in the Hike, supporting

Green Power’s ongoing educational

undertakings

The Group has been the Hike's Title

Sponsor since 2006. The annual

fundraising event has been supported by

a total of 36,000 runners cumulatively


Environmental Education


World Wide Fund For Nature Hong

Kong ("WWF-Hong Kong")

Walk for Nature @ Mai Po

Sponsored the Walk and reached out

to 40 members of Home Market to join

the Walk with our volunteer team at the

birdwatchers’ paradise in Mai Po

The Group has been sponsoring the Walk

since 2010, giving over 17,000 fund-

raisers the opportunity to appreciate

our natural environment in Mai Po, and

allowing WWF-Hong Kong to continue

driving Hong Kong's conservation and

education work

Youth Development


Junior Achievement Hong Kong Committed as the sole sponsor of the JA

Startmeup Summer Boot Camp to nurture

young people with entrepreneurial skills

and spirit; and sponsored JA Company

Programme 2016/17 to provide

entrepreneurial experience for youths

aged 14 to 18 through an eight-month

authentic business cycle

JA Startmeup Summer Boot Camp

benefitted 98 participants by enhancing

their entrepreneurial skills. In JA Company

Programme 2016/17, over 1,700 students

from 130 schools gained first-hand

experience of starting a business under

the guidance of more than 180 volunteer

business advisors

Make A Difference ("MaD") Sponsored the year-round programme

MaD Good Lab, and subsidised the

programme fees for financially-challenged

youth to participate in the MaD Forum,

and MaD Excursion, an educative

overseas exchange programme. The

Group's Corporate Volunteer Team also

collaborated with MaD Good Lab to

organise activities for members of the

community

The Group has been funding the MaD

youth development platform since

2011 through the inauguration of the

community-based programme MaD

Good Lab. The platform has empowered

close to 41,000 youths to continue to

contribute positively in Hong Kong and

the Asia-Pacific region. MaD Good Lab

2016 engaged over 4,000 participants

from local secondary schools, NGOs and

youth organisations, while 17 young

people took part in the Taipei MaD

Excursion to expose themselves to the

latest development of the Taiwanese

cultural and creative sectors

Summerbridge Hong Kong Pledged donation to support the provision

of tuition-free, summer and after-school

enrichment programme for financially

disadvantaged young students

The Group has been an active donor

to the scheme since 2006, supporting

cumulatively about 2,700 students and

about 1,100 student teachers

OUR COMMUNITY


Social Enterprise


Good Kitchen In 2016, the Group became the title

sponsor of Good Kitchen’s poverty

relief programme, in which festive food

including rice dumplings, mooncakes

and Chinese New Year puddings were

provided to underprivileged individuals

and families in the nearby districts

The programme benefitted over 6,200

underprivileged people in 2016

The Good Lab In addition to providing sponsorship to

fund The Good Lab’s operation to nurture

social enterprises, in 2016 the Group

further committed as the title sponsor of

the incubation programme: “Henderson

Social Innovation Classroom”, which

aimed to train and inspire young

people to become social innovators and

entrepreneurs

The Group is the Founding Patron of

The Good Lab and has been funding its

establishment and operation since 2012.

Composed of more than 400 individual

members and over 60 start-up teams

since its establishment, its services and

activities attracted over 15,000 visitors

and followers in Hong Kong and from

around the world in 2016. Over 40

young people participated in a six-week

interactive programme to learn about

social innovation around the world

Art & Culture


Central & Western District Council

Fall/ Winter Sheung Wan Promenade

Sponsored the annual cultural event of

Central & Western District, which hosts

performances and themed carnivals

promoting local handicrafts

The Group has been a patron of the

event since 2007, which has cumulatively

attracted about 690,000 spectators

Le French May Pledged as the Grand Patron–Bronze of

Le French May 2016

The Group has been sponsoring the

festival since 2008, and enriching the lives

of millions in Hong Kong and Macau

During the year, Henderson Land again supported various NGOs and educational institutions through the provision of free or

discounted exhibition space at our venues. Our shopping malls subsidised venue rentals amounting to approximately HK$800,000

for a total of approximately 80 charitable events.

Altogether

1,000+ volunteers

Altogether held

280+ volunteer activities

in 2016

Altogether

85,000+ service hours reached

Volunteering A culture of volunteerism plays an integral role in Henderson Land’s social

responsibility initiatives. The Group’s volunteer teams together with those of

its subsidiaries and associates enthusiastically support the community through

a wide range of initiatives targeted at various important causes. Together, the

Group and its listed associated companies contributed over 85,000 volunteer

hours during 2016.

Henderson Warmth Volunteer Team*

Henderson Warmth Volunteer Team organised 19 service programmes in 2016, benefiting over 2,300 needy people. Among these, our volunteers joined hands with colleagues and Henderson Club members in a programme themed “Knit for the Needy”, providing over 1,400 hand-knitted scarves to the elderly during winter.

Towngas Volunteer Service Team*

Towngas Volunteer Service Team has more than 850 volunteers who contributed over 75,000 service hours in 2016. The team received the Champion of the Highest Service Hour Award (Private Organisations–Best Customers Participants) from the Social Welfare Department for the ninth consecutive year.

OUR COMMUNITY

42

volunteer teams under the Group’s

listed companies*

3


Hong Kong Ferry Corporate Volunteer Team*

Hong Kong Ferry Corporate Volunteer Team actively participated in different volunteer events with a focus on the elderly and family services.

Team of Care

Hang Yick and Well Born’s Team of Care has received the annual “Champion of the Highest Service Hour Award” (Private Organisations – Category 1) from the Social Welfare Department for 11 years.

Goodwill Volunteer Team

Goodwill Volunteer Team participated actively in various charity hikes and fundraising activities and received the “Gold Award of Volunteer Service” from the Volunteer Movement programme of the Social Welfare Department.


Henderson Land recognises that our

urban regeneration activities have both

a direct and indirect impact on the

community. Through our committed

long-term partnerships with NGOs, we

seek to foster community engagement

so that any period of transformation of

old residential and industrial areas is a

positive experience with lasting benefits

for the local community.

One example of this during the year

was a series of community activities at

the Group’s vacant tenement industrial

building in Tai Kok Tsui. Before the

commencement of redevelopment

works, the space of approximately

6,000 square feet was offered at a

nominal rate of HK$1 to local NGOs

Indirect Economic Impact –

A Case Study of Community Activities at Tai Kok Tsui

for the purpose of engaging the local community. From events that promote an

appreciation for reading, music and culture, to hosting art exhibitions, numerous NGOs

made productive use of the opportunity.

In July 2016, the Group was privileged to cooperate with “aTTempspace” to launch

an event “Old Kisses New: TKT“ at the space. The event juxtaposed the history and

culture of Tai Kok Tsui with art, music, traditional handicrafts, modern technology and

invention. Hong Kong Community Philharmonic Orchestra and local buskers were

invited to perform.

The Group also offered the venue to Free Foundation to hold an event “Book

Regeneration” to sell second hand books. Another NGO, the Disabled Association Hong

Kong, used the venue for a social event featuring an exhibition of art by one of their

artists.

These activities were popular with the local Tai Kok Tsui community and again

underscored the Group’s objectives of promoting economic opportunities and better

living standards in the community.

OUR COMMUNITY


Youth Empowerment –

A Case Study of “Future Stars” Programme"Future Stars" represents one of Henderson Land’s long-term partnership

initiatives where we work closely with NGOs to create sustainable value in the

local community. The programme was launched by the Commission

on Poverty in 2014 to help underprivileged youth gain exposure

to increase their chances of achieving upward social mobility. Over

the past three consecutive years, the Group had supported the

programme through financial contributions and by providing diverse

job placement opportunities and company visits to the young

participants.

One aspect of the programme, “Upward Mobility Booster”,

provides workplace skills training and internship opportunities that

have benefitted over 670 participants. The Group’s subsidiaries and

associated companies including Hang Yick and Well Born, Goodwill,

Hong Kong and China Gas, Hong Kong Ferry Group and Miramar

Group have each organised company visits and provided workplace

inductions to a diverse array of industries, ranging from shipbuilding and ship repairing services to hotel management. Our experienced

employees have also provided counselling and guidance to participants, offering them valuable information, advice and encouragement

in their careers.

As part of the programme, the Group has also provided an “Upward Mobility

Scholarship” to over 530 underprivileged students who have shown progress in

academic performance and personal development. The aim has been to motivate

students and help them further their studies.

Our corporate volunteers, the Henderson Warmth Volunteer Team, invited five of the

participants to join them, inspiring them to give back to the local community. With the

guidance of our experienced volunteers, these youths facilitated an enjoyable baking

workshop with a group of primary students from Po Leung Kuk.


Warmth Giving Project

Bi-monthly Elderly Home Visit

Commission on Poverty "Future Stars" Programme

Henderson Land

Henderson Land adopts a holistic

approach to community investment

and engagement with programmes

targeted at a wide range of social

groups to make a synergistic impact

on society. Proposals for broader

initiatives arose due to the continued

enthusiasm from our subsidiaries,

associates, partners and supporters.


JA Startmeup Summer Boot Camp

JA Company Programme Trade Fair

Summerbridge Hong Kong Walkathon

Summerbridge Hong Kong


MaD Good Lab –

The Upcycled Symphony

Make A Difference ("MaD")

Caritas La Vie Baking Workshop

Henderson Social Innovation Classroom X

Good Lab

Henderson Land

ACT Social Awareness Network – Tai O Day Tour

MCP HUNGER RUN


Green Power Hike

WWF – Hong Kong

Walk for Nature @ Mai Po


Mad Dog Café Charity Programme

Social Harmony Cooking Contest

Games of Friendship

Hong Kong and China Gas

Hong Kong and China Gas aims to

achieve social and environmental

harmony in the community. As a leader

in the energy industry, Hong Kong

and China Gas is proud to be a pioneer

in the development of green energy

solutions that contribute to a better

environment for the next generation.

Hong Kong and China Gas is committed

to s trengthening community

engagement through philanthropic

initiatives in partnership with its

employees, customers, associates and

the public.


Gentle Breeze Movement

Contest of Low Carbon Creativity

Hua Yan Siyuan Programme

Towngas Rice Dumplings for the Community


Centum Student Visit at Hong Kong Shipyard

Loving HK Loving Home Cruise Party

JCI Member Visit at Hong Kong Shipyard

Happy Halloween Cruise Party with Pok Oi Hospital

Hong Kong Ferry Group

Hong Kong Ferry Group seeks to enrich the lives of many through

community engagement. Continuing the theme of “Loving Hong

Kong, Loving Home”, Hong Kong Ferry co-organised a series of

CSR cruise parties with its NGO partners for low-income families

that benefitted around 1,200 kids and their parents in 2016. The

company also arranged shipyard tours for local students and

overseas visitors. Fund-raising and regular volunteering was also

encouraged among its staff.


Support to Junior Police Call Fight Crime Summer Camp

Miramar Elderly Visit for Mid-Autumn Festival

Student Visit at The Mira Hong Kong

Miramar Group

As a good corporate citizen,

Miramar Group fosters long-term

ties with community groups and

advocates regular staff participation

in programmes such as fundraising

activities for the underprivileged

and elderly visits. The Group worked

in collaboration with the charitable

organisation “Chi Heng Foundation”,

by supporting its educational projects

and fund-raising initiatives for children

impacted by AIDS in mainland China.


First Cantonese Competition for Ethnic Minorities in Hong Kong

HKCPS Yuen Long District Secondary School Student Internship Programme

Building Your Dream Bedroom

Life Brightening with Style for Elderly

Barrier-Free Charity Walk

Hang Yick and Well Born

Continuing the CSR theme of “Year

of Youth”, Hang Yick and Well Born

sought to contribute to society with

a goal of inspiring the younger

generation. Initiatives included

launching a new programme

“Building Your Dream Bedroom” and

equipping young people with basic

skills for repairing home appliances

to promote harmony in their families.

Other activities included supporting

student internship programmes and

visits to elderly centres.


Summer Internship Programme 2016 for IVE Students

Green Sense Charity Hike

Goodwill Volunteer Team Elderly Home Visit

Goodwill

Goodwill is committed to contributing

to society through strengthening

long-term partnerships with various

NGOs and encouraging employees

to participate in volunteer service

and fundraising activities. Goodwill

hopes to bring positive changes to the

community by reaching out to elderly

and low-income family children.


KEY FACTS AND STATISTICS

Organiser Award

2016 China Charity Festival Corporate Social Responsibility Brand 2016

Asia Pacific Customer Service Consortium 2015 International Customer Relationship Excellence Awards

• Corporate Environmental Leadership of the Year (Property Management)

(Hang Yick and Well Born)

• Customer Service Centre of the Year (Property Management) (Hang Yick and

Well Born)

• 14 Consecutive Years of Participation (Well Born)

Asia Pacific Intelligent Green Building

Alliance (APIGBA )

APIGBA Excellent Intelligent Green Building Awards 2016

• Award in Design category (Hong Kong Chapter) (18 King Wah Road)

• Regional Award in Design category – Platinum (18 King Wah Road)

BCI Asia BCI Asia Top 10 Developers Award 2016

buildingSMART Hong Kong International BIM Award (18 King Wah Road)

CAPITAL WEEKLY The Listed Enterprise Excellence Awards 2016

Cityscape Global Cityscape Awards for Emerging Markets 2016

• Leisure and Hospitality Project Award (Future) – Winner (45 Pottinger Street)

East Week Greater China Super Brands Awards 2016

Hang Seng Indexes Company Limited Constituent Company of the Hang Seng Corporate Sustainability Index Series

Hong Kong Construction Association HKCA Safety Award 2015

• HKCA Proactive Safety Contractors Award (E Man)

• HKCA Safety Merit Award (Heng Lai, Heng Shung and Heng Tat)

Hong Kong Council of Social Services 10 Years Plus Caring Company 2015/16

Hong Kong Green Building Council Green Building Award 2016

• Merit Award (New Buildings Category) (218 Electric Road)

• Special Citation in Eco-service Infrastructure Network (New Buildings Category)

(Double Cove)

• Finalist (Green Building Leadership Category) (Henderson Land)

• Finalist (Green Building Leadership Category) – Finalist (New Buildings Category)

(15 Middle Road)

IAIR IAIR Awards 2016

• Company of the Year for Sustainability Property Development Hong Kong

International Property Awards Asia Pacific Property Awards 2016-2017

• Best Office Architecture Hong Kong – 5-Star (Global Trade Square)

• Office Development Hong Kong – Highly Commended (Global Trade Square)

Major Awards Received in 2016


Organiser Award

MerComm, Inc. International ARC Awards 2016• Bronze Award (Interior Design: Sustainability and CSR Report)• Honors Award (Cover Photo/Design: Sustainability and CSR Report)

Mercury Excellence Awards 2015/2016• Gold Award – Annual Reports – (Overall Presentation: Sustainability and CSR

Report)

PropertyGuru China Property Awards 2016• Best Mixed Use Development (Hong Kong and Macau) (45 Pottinger Street)

The Community Chest Award of Merit 2015/2016

The Hong Kong Institute of Facility Management

Excellence in Facility Management Award 2016• Excellence in Facility Management Award (Retail) (Miramar Shopping Centre)• Merit Award (Small-scale Residential) (39 Conduit Road, High Park, Regence Royale)• Silver Award – Theme Award (Energy Management) (Miramar Shopping Centre)

The Hong Kong Institute of Housing, Hong Kong Construction Association, The Hong Kong Institute of Architects and six other institutes/disciplines

Quality Building Award 2016• Grand Award (Hong Kong Residential [Multiple Buildings] Category) (Double Cove)

World Green Building Council Asia Pacific Leadership in Green Building Awards 2016• Leadership in Sustainable Design and Performance – Residential (Double Cove)

Accreditation Development Rating

Leadership in Energy and

Environmental Design (LEED)

218 Electric Road Platinum Pre-certification (Core & Shell )

Building Environmental

Assessment Method (BEAM)

Double Cove – Phases 2 & 3 BEAM – Platinum Standard

BEAM Plus 15 Middle Road BEAM Plus (New Buildings) – Provisional Platinum Rating

BEAM Plus 460 Queen's Road West BEAM Plus (New Buildings) – Provisional Silver Rating

BEAM Plus 8-30A Ka Shin Street BEAM Plus (New Buildings) – Provisional Silver Rating

BEAM Plus 856 King’s Road BEAM Plus (New Buildings) – Provisional Silver Rating

BEAM Plus Eden Manor BEAM Plus (New Buildings) – Provisional Silver Rating

WELL Building Standard (WELL) 18 King Wah Road Gold Level Pre-certification (Core & Shell)

Project Accreditation in 2016


Organisation Position

BEAM Society Corporate Member

Business Environment Council Board Director and various positions

China Green Building (Hong Kong) Council Director and Corporate Member

Construction Industry Council Member of Construction Workers Registration Board and

Task Force on Safety of Bamboo Scaffolds

Egret Research Group, the Hong Kong Bird Watching Society Convenor

Estate Agents Authority Member

IUCN Heron Specialist Group Member

HKSAR Advisory Committee on Recycling Fund Member

HKSAR Advisory Committee on the Appearance of Bridge and

Associated Structures (ACABAS)

Member

HKSAR Appeal Tribunal Panel (Buildings) Member

HKSAR Harbourfront Commission Member

HKSAR Land and Development Advisory Committee Member of Planning Sub-Committee and Land Sub-Committee

Hong Kong Construction Association Permanent Supervisor and Council Member

Hong Kong Green Building Council Patron Gold Member and various positions

Hong Kong Institute of Planners Council Member

The Hong Kong Institute of Housing Council Member

Memberships


Qualification Total number (persons)

BEAM Professional 20

Certified Arborists 4

Ecologist 1

GBL Qualified Manager 9

HKQAA Sustainable Building Index Verifiers 4

LEED Accredited Professional 8

LEED Green Associate 2

Team of Professionals


Charter Organisation

Be Our Green Partner Greening, Landscape and Tree Management Section, Development Bureau

Energy Saving Charter Environment Bureau and Electrical and Mechanical Services Department

Food Wise Charter Food Wise Hong Kong Steering Committee, Environment Bureau

Waste Check Charter Environmental Protection Department

Charters

18 King Wah Road H · Bonaire Mega Cube

2015 2016 2015 2016 2015 2016

Materials Used

Electricity (kWh) 212,757 396,880 163,330 N/A 333,960 451,412

Purchased Water (m3) 14,767 16,318 2,230 720 4,056 3,228

Concrete (kg) 26,940,480 24,069,840 8,680,120 2,500 5,784,000 744,000

Steel (kg) 3,683,000 1,283,184 950,000 1,000 505,000 16,565

Waste Disposal

Construction and demolition

waste (kg)

651,000 63,931 375,000 1,255,000# 2,447,000 370,900

Recycled and Reused

Metal (kg) 905,830 497,260 2,300 N/A 37,700 0

Materials and Recycling Data of our Construction Sites*Data Comparison of 2015 & 2016

*Sites are at different stages of progress; use of materials data includes 2015 and 2016 only#The increase in the 2016 figure was due to the increase of construction and demolition waste incurred close to project completion

Organisation Position

The Real Estate Developers Association of Hong Kong Vice President and various positions

Urban Land Institute Corporate Member

Vocational Training Council Member of The Real Estate Services Training Board


*Sites are at different stages of progress; use of materials data is from 2016 only

2016 2015 2014

Paper (kg) 1,442,941 1,279,126 1,224,977

Plastic (kg) 16,697 17,049 15,570

Metal (kg) 25,069 23,589 19,523

No. of participating properties 27 26 24

Recycled Material at Properties Managed by Goodwill


8-30A Ka Shin Street Eden Manor Park One

Materials Used

Electricity (kWh) 29,548 36,478 11,610

Purchased Water (m3) 385 320 2,392

Concrete (kg) 3,171,120 3,115,200 1,384,320

Steel (kg) 548,926 1,482,792 414,121

Waste Disposal

Construction and demolition

waste (kg)

60,000 150 360,000

Recycled and Reused

Metal (kg) 5,280 41,917 N/A

Materials and Recycling Data of our New Construction Projects Reported in 2016


Type 2016 2015

Total Scope 1 emissions (tCO2e) 850 846

Total Scope 2 emissions (tCO2e) 100,479 108,610

Total GHG emissions -

Scope 1 & 2 (tCO2e)

101,329 109,456

Building GHG emissions intensity

(tCO2e/m2 total GFA)

0.1277 0.1403

Total electricity consumption (kWh) 143,541,381 155,157,642

Total energy consumption# (kWh) 146,434,346 158,040,131

Building energy intensity

(kWh/m2 total GFA)

185 203

GHG Emissions of our Headquarters and Properties Managed by Goodwill^

^The data is confined to our offices at Two ifc, AIA Tower and 33 properties managed by Goodwill in 2016 (2015: 32 properties)#The scope of this data includes electricity, fuel and towngas consumption of headquarters and properties managed by Goodwill

2016 2015 2014

Water consumption (m3) 1,666 1,564 1,541

GHG emissions (tonnes) 0.67 0.64 0.61

Water Consumption and Corresponding GHG Emissions^ of our Headquarters

^ Indirect emissions from water consumption at our offices at Two ifc and AIA Tower

^ Indirect emissions from water consumption at properties

Water Consumption and Corresponding GHG Emissions^ of Properties Managed by Goodwill

2016 2015 2014

Water consumption (m3) 339,022 385,182 370,622

GHG emissions (tonnes) 136 157 147

No. of properties 33 32 27



No. of employees Full-time Part-time

Group Headquarters 1,356 1,352 4

Construction 515 515 0

Property Management 3,398 3,312 86

Other Subsidiaries 1,852 1,606 246

Overall* 7,121 6,785 336

Total Workforce in Hong Kong by Employment Type

Position

level

No. of

employees

Male Female Aged

below 30

Aged

30-50

Aged

Over 50

Group

Headquarters

Managerial 359 255 104 5 202 152

Supervisory 611 339 272 91 434 86

General 386 129 257 112 189 85

Construction Managerial 5 5 0 0 1 4

Supervisory 143 143 0 14 47 82

General 367 267 100 70 125 172

Property

Management

Managerial 129 97 32 0 97 32

Supervisory 764 529 235 126 363 275

General 2,505 1,495 1,010 435 600 1,470

Other

Subsidiaries

Managerial 119 67 52 0 59 60

Supervisory 267 130 137 32 157 78

General 1,466 369 1,097 164 609 693

Overall* Managerial 612 424 188 5 359 248

Supervisory 1,785 1,141 644 263 1,001 521

General 4,724 2,260 2,464 781 1,523 2,420

Employees in Hong Kong by Position Level, Gender and Age


* The “Overall” number comprises all full-time and part-time employees of the Group in Hong Kong including those working at our headquarters, construction, property management and other subsidiaries

No. of

employees

Male Female Aged

below 30

Aged

30-50

Aged

Over 50

Group Headquarters 250 129 121 88 129 33

Construction 146 116 30 21 72 53

Property Management 1,160 755 405 344 333 483

Other Subsidiaries 642 242 400 80 265 297

Overall* 2,198 1,242 956 533 799 866

Full-time Employee Turnover in Hong Kong

No. of

employees

Male Female Aged

below 30

Aged

30-50

Aged

Over 50

Group Headquarters 195 97 98 99 85 11

Construction 133 112 21 19 65 49

Property Management 1,016 625 391 285 296 435

Other Subsidiaries 872 304 568 99 385 388

Overall* 2,216 1,138 1,078 502 831 883

New Hires in Hong Kong

No. of hours

Male 26.05

Female 17.00

Managerial 16.19

Supervisory 26.75

General 20.75

Overall* 21.86

Average Training Hours per Employee by Employee Category


Board of Directors Composition

2016* 2015 2014

E Man 6.1 6.4 12.8

HK Construction Industry Average Accident Rate N/A 39.1 41.9

Accident Rate per 1,000 Workers per Annum in Construction

*Industry average accident rate in 2016 is not available as of the publication date of the Report

By gender

Male 89%

Female 11%

By age

30-49 6%

50 or above 94%

Male Female Overall

Work-related fatalities 0 0 0

Injury rate per 1,000 employees 15.33 5.69 11.56

Lost days due to work-related accidents and disease (occupational) 1,750.00 84.00 1,834.00

Lost days due to other sick leave (not related to work-related injuries) 6,440.50 5,618.50 12,059.00

Absentee rate per 200,000 working hours 4,151.71 4,505.20 4,289.87

Occupational Health and Safety Data in 2016^

^The OHS data includes only the employees of the Group’s headquarters, Goodwill and construction subsidiaries



Expenditure on Different Types of Suppliers for Project Management, Construction and Property Management

Overall Customer Satisfaction Rate at our Property Management Subsidiaries

Goodwill Hang Yick Well Born

Overall customer satisfaction 97.1% 99.5% 98.2%

Project Management

Consultants

(Architects & Authorised Persons, design architecture, structural engineering,

building services engineering, quantity surveying, interior design, sustainability

consultancy, etc)

8.7%

Contractors

(Ground investigation, demolition, foundation and superstructure, etc)

90.3%

Other

(Rendering, model production, printing, etc)

1.0%

Construction

Suppliers

(Building materials)

9.0%

Subcontractors

(Fabrication, installation works, construction workers, etc)

91.0%

Property Management

Consultants

(Building surveying, assessment, etc)

0.4%

Contractors

(Cleaning services, security services, facilities maintenance, etc)

92.8%

Suppliers

(Maintenance materials, uniforms, etc)

5.7%

Other 1.1%


GRI AND HKEX ESG CONTENT INDEX

GRI G4

Indicator

HKEX ESG

Reporting

Guide General

Disclosures & KPIs

GRI Specific Standard Disclosures Remarks Page No.

Strategy and Analysis

G4-1 Statement from management Message from Management 6-7

Organisational Profile

G4-3 Name of the organisation About This Report;

About Our Group

2,8

G4-4 Primary brands, products, and/or

services

About Our Group 8-9,11

G4-5 Location of headquarters Contents 1

G4-6 Countries of operation About This Report;

About Our Group

2,8

G4-7 Nature of ownership and legal form About Our Group 8

G4-8 Markets served About This Report;

About Our Group

8,10-11

G4-9 KPI B1.1 Scale of the organisation About Our Group;

Our People;

Key Facts and Statistics

12,28,62

G4-10 KPI B1.1 Workforce profile Our People;


28,62

G4-11 Collective bargaining There is no collective bargaining

legislation in Hong Kong. However,

we have maintained various staff

engagement channels

/

G4-12 KPI B5.1, KPI B5.2 Supply chain description Our Value Chain and Customers 32-34

G4-13 Significant changes during the

reporting period

There were organisation no

significant changes in organisation

size, structure and ownership during

the reporting period

/

G4-14 Precautionary approach Corporate Governance 14-15

G4-15 Externally-developed charters,

principles or initiatives

About Our Group;


13,56-59

G4-16 Membership of external associations About Our Group;


13,56-59


GRI G4

Indicator

HKEX ESG

Reporting

Guide General

Disclosures & KPIs


Identified Material Aspects and Boundaries

G4-17 Entities included in consolidated

financial statements

About this Report 2

G4-18 Defining the report content About this Report 2-5

G4-19 List of material aspects About this Report 5

G4-20 Aspect boundary within the

organisation

About this Report 5

G4-21 Aspect boundary outside the

organisation

About this Report 5

G4-22 Restatements of information There are no restatements of

information provided in previous

reports

/

G4-23 Significant changes in the scope and

aspect boundaries

There are no significant changes

from previous reporting periods in

the scope and aspect boundaries

/

Stakeholder Engagement

G4-24 List of stakeholder groups engaged About this Report 3

G4-25 Identification and selection of

stakeholders

About this Report 2-3

G4-26 Approaches to stakeholder

engagement

About this Report 2-3

G4-27 Key topics and concerns raised

through stakeholder engagement

and how the organisation has

responded

About this Report 4



GRI G4

Indicator

HKEX ESG

Reporting

Guide General

Disclosures & KPIs


Report Profile

G4-28 Reporting period About this Report 2

G4-29 Date of most recent previous report Sustainability and CSR Report 2015

published on 25 April 2016

/

G4-30 Reporting cycle About this Report 2

G4-31 Contact point for questions About this Report 2

G4-32 "In accordance" option and GRI

Content Index

About this Report 2

G4-33 External assurance We did not seek external verification

of this Report. However, we will

consider seeking external assurance

for the report in future

/

Governance

G4-34 Governance structure Corporate Governance 14-16

Ethics and Integrity

G4-56 Values, principles, standards and

norms of behaviour

About Our Group;

Corporate Governance

9,14-15

Economic Performance

G4-DMA About Our Group 8-13

G4-EC1 Direct economic value generated

and distributed

About Our Group 12

Indirect Economic Impacts

G4-DMA Our Community 38-45

G4-EC8 GD-B8 Significant indirect economic

impacts, including the extent of

impacts

Our Community 38-45

Materials

G4-DMA GD-A2, GD-A3 Our Environment 17

G4-EC8 KPI A1.6 Percentage of materials used that

are recycled input materials

Our Environment;


17,59-60


GRI G4

Indicator

HKEX ESG

Reporting

Guide General

Disclosures & KPIs


Energy

G4-DMA GD-A2, KPI A2.3 Our Environment 16,18-19

G4-EN3 KPI A2.1 Energy consumption within the

organisation

Our Environment;


16,18,61

G4-EN5 KPI A2.1 Energy intensity Our Environment;


16,18,61

G4-EN6 Reduction of energy consumption Our Environment;


16,18,61

G4-CRE1 KPI A2.1 Energy intensity from buildings Our Environment;


16,18,61

Water

G4-DMA GD-A2 Our Environment 20

G4-EN8 KPI A2.2 Total water withdrawal by source Our Environment;


20,61

Emissions

G4-DMA GD-A1, KPI A1.5 Our Environment 16,18-19

G4-EN15 KPI A1.2 Direct greenhouse gas (GHG)

emissions (Scope 1)

Our Environment;


16,18,61

G4-EN16 KPI A1.2 Indirect greenhouse gas (GHG)

emissions (Scope 2)

Our Environment;


16,18,61

G4-CRE3 KPI A1.2 Greenhouse gas (GHG) emissions

intensity from buildings

Our Environment;


16,18,61

Effluents and Waste

G4-DMA GD-A1, KPI A1.6 Our Environment 16-17

G4-EN23 GD-A1 & KPI A1.3,

A1.4

Total weight of waste by type and

disposal method

Our Environment;


16-17,59-60

Products and Services

G4-DMA GD-A2, GD-A3 Our Environment 21-26

G4-EN27 KPI A3.1 Extent of impact mitigation of

environmental impacts of products

and services

Our Environment;


21-26,57

Compliance (Environment)

G4-DMA Our Environment 21



GRI G4

Indicator

HKEX ESG

Reporting

Guide General

Disclosures & KPIs


G4-EN29 GD-A1, GD-A2,

GD-A3

Monetary value of significant fines

and total number of non-monetary

sanctions for non-compliance with

environmental laws and regulations

Our Environment 21

Land Degradation, Contamination and Remediation

G4-DMA Our Environment 26-27

G4-CRE5 Land remediated and in need of

remediation for the existing or

intended land use, according to

applicable legal designation

Our Environment;


26-27

Employment

G4-DMA GD-B1, GD-B4 Our People 28

G4-LA1 KPI B1.2 Total number and rates of new

employee hires and employee

turnover by age group, gender and

region

Our People;


28,62-63

Occupational Health and Safety

G4-DMA GD-B2, KPI B2.3 Our People 30-31

G4-LA6 GD-B2, KPI B2.1,

B2.2

Type of injury and rates of injury,

occupational diseases, lost days,

and absenteeism, and total number

of work-related fatalities, by region

and by gender

Our People;


30-31,64

Training and Education

G4-DMA GD B3 Our People 29

G4-LA9 KPI B3.2 Average hours of training per year

per employee by gender, and by

employee category

Our People;


29-30,63

Diversity and Equal Opportunity

G4-DMA GD B1 Our People 29

G4-LA12 GD-B1 Composition of governance bodies

and breakdown of employees per

employee category according to

gender, age group, minority group

membership, and other indicators

of diversity

Our People;

Key Facts and Statistics;

Annual Report 2016 – Corporate

Governance Report (pages 88 to 103)

29,62,64


GRI G4

Indicator

HKEX ESG

Reporting

Guide General

Disclosures & KPIs


Non-discrimination

G4-DMA GD-B1 Our People 29

G4-HR3 GD-B1 Total number of incidents of

discrimination and corrective actions

taken

Our People 29

Local Communities

G4-DMA GD-B8 Our Community 38-55

G4-SO1 GD-B8 Percentage of operations with

implemented local community

engagement, impact assessments,

and development programmes

About this Report;

Our Community

2-5,38-55

Anti-corruption

G4-DMA GD-B7, KPI B7.2 Corporate Governance 14

G4-SO5 GD-B7, KPI B7.1 Confirmed incidents of corruption

and actions taken

Corporate Governance 14

Customer Health and Safety

G4-DMA GD-B6 Our Value Chain and Customers 34-35

G4-PR1 GD-B6 Percentage of significant product

and service categories for which

health and safety impacts are

assessed for improvement

Our Value Chain and Customers 34-35

Product and Service Labelling

G4-DMA GD-B6 Our Value Chain and Customers 37

G4-PR3 GD-B6 Type of product and service

information required by the

organisation’s procedures for

product and service information

and labeling, and percentage of

significant product and service

categories subject to such

information requirements

Our Value Chain and Customers 37

G4-PR5 GD-B6 Results of surveys measuring

customer satisfaction

Our Value Chain and Customers;


36,65



GRI G4

Indicator

HKEX ESG

Reporting

Guide General

Disclosures & KPIs


G4-CRE8 Type and number of sustainability

certification, rating and labeling

schemes for new construction,

management, occupation and

redevelopment

About Our Group;


13,56-59

Customer Privacy

G4-DMA GD-B6, KPI B6.5 Our Value Chain and Customers 37

G4-PR8 KPI B6.2, KPI B6.5 Total number of substantiated

complaints regarding breaches

of customer privacy and losses of

customer data

Our Value Chain and Customers 37

Compliance (Product Responsibility)

G4-DMA GD-B6 Our Environment;


21,37

G4-PR9 GD-B6 Monetary value of significant fines

for non-compliance with laws and

regulations concerning the provision

and use of products and services

There were no cases of non-

compliance with laws and

regulations, concerning the

provisions and use of products and

services

/

Other HKEX ESG Guide KPIs related to Product Responsibility

/ KPI B6.1 Percentage of total product sold or

shipped subject to recalls for safety

and health reasons

There were no cases of product

sold or shipped subject to recalls for

safety and health reasons

/

/ KPI B6.3 Practices relating to observing and

protecting intellectual property

rights

There were no cases of non-

compliance with laws and

regulations, concerning the

intellectual property rights

/

/ KPI B6.4 Quality assurance process and recall

procedures

Our Value Chain and Customers 32-37

Documents

SUSTAINABILITY AND CSR REPORT 2016 · 2017-04-20 · Sustainability and CSR Report 2016 Scope of Report Henderson Land Development Company Limited (“Henderson Land” or “the